Despite abundant literature on strategic orientations, little has been done regarding qualitative studies that investigate on the nature of the relationships between strategic orientations (market orientation, entrepreneurial orientation, learning orientation and technology orientation) and their linkage with business performance in a family firm. Based on Hakala's (2011) framework for organizing the different approaches to analyze multiple strategic orientations studies, using the resource-based view (RBV) and contingency theory (CT) as theoretical framework, this research presents an exploratory case study that intends to advance the comprehension on how enterprises set a competitive strategy; how top management contributes to set up this competitive strategy and how a firm relates strategic orientations in order to enhance its performance, with an emphasis on technology orientation. A discussion of the findings and some possible future research, as well as conclusions and managerial implications are provided.
